Zhejiang New Oriental Fastener Co., Ltd., located in Haiyan, as if a legend, expands so rapidly in recent years. In 2004, it jumped into Top3 in local region, with an annual turnover of over RMB100 million. Curiosities arise in people's mind: What makes it develop so fast? People who are familiar with Mr. Chen Zhengliang, president of New Oriental probably know his thought-provoking words, "no progressive staff, no progressive company." In fact, the reason for New Oriental's rapid development is that it never changes its strategic operation idea—building a company by talents, developing a company by talents.


The Right Person for the Right Place


Fastener industry is such a labor-intensive industry that workers have to suffer a great deal of workload. Therefore, job-hopping will happen frequently. However, New Oriental controls very well over this matter. According to their HR manager Mr. Yang, by now they have more than 500 employees. Scores of them have worked in the company for over five years or even over ten years. They cover a wide range of ages, some of them are in their 20s, and some of them are in their 50s, etc. When hiring people, the company will not have any restrictions in terms of ages, experience, and educational background, in order not miss any talented people.


In the recent 3 years, the company introduces over 60 professional talents from different regions. The excellent ones have become the middle-level leaders and technical backbones, which lays a firm foundation for the company's sustainable development. It is said that New Oriental has quite a few stories on cherishing talents!


Gao Jiwei is one of its employees who have been working in New Oriental since his graduation in 2005. In the face of company's environment and situation, Gao once wanted to leave the company in his early year in New Oriental. After learning that, Mr. Chen Zhengliang talked with Gao for many times and each conversation lasted for over two hours. In order to convince Gao, Mr. Chen once even had a talk with him all night. Gao was touched by it, and from then on, he became dedicated and pragmatic. Gao's spirits also spread to other contemporary graduates. Because of Gao's excellent performance and hardworking attitude, he was appointed workshop director in June 2006.


In 2005, a little ordinary girl, one of the 20 graduates, also came to the company. The company considered that a girl might not adapt to the environment in workshop, so the company intended to let her work in a better department. However, she volunteered to work in the mould workshop, which was a department with the worst working conditions, tired work, oily and muddy. With her never-give-up attitude, she developed step by step, from probation, to inspection personnel, to technician, to assistant supervisor, to supervisor. As the supervisor of technological equipment department, she is in charge of the technology and equipment management work of a big manufacturer with output value of RMB 200 million.


Such stories are too numerous to list all. They are good not because they are earthshaking, but rely on whether they can touch people. New Oriental's talent management idea "from details, to details" makes hundreds of New Oriental people devote themselves to the company without any complaints. Mr. Yang said, "Our responsibility is to help with the right person for the right place. And it proves to be right."


A Step-by-Step Talent Training Mode


New Oriental also has a very interesting HR management project named "one teaches one, one helps two, one to one". "One teaches one" means: Those of high degree teach those of those of low degrees; those of good skills teach those of bad skills; those of strong management abilities teach those of weak management abilities. "One helps two" means: A workshop director helps two employees to improve their work and correct their behavior; a project manager helps two teams to improve their field work management and team working behavior; a department manager helps two workshops to improve their staff team building and environment. "One to one" means: A senior manager trains a young managing staff in working hours, sharing work and management experience and carrying out field training; a managing staff of strong management abilities teaches the one of weak management abilities; a managing staff of good concept teaches one of bad concept.


In addition, the company holds an electronic-teaching class every week, a lecture every month, and a training course on policy every year. In the training course, the company not only trains their professional skills, but more importantly, management abilities, laying a good foundation for their work. For training senior technicians, the company emphasizes on training their technical problem-solving abilities and necessary coordination abilities.


This step-by-step talent training mode benefits every staff and provides ample space for staff's growth. This must be the genuine reason why its employees have such a sense of belongings as "company is my home".


Talent management is an old topic, but it is not easy to handle well. Here, Zhejiang New Oriental gives us a lively class on talent management with its own practical experience.


Translated by Alice
www.chinaFastenerinfo.com
www.chinafastenerinfo.net